zenpundit.com

Discussion has been emerging in the foreign policy blogosphere of   late  regarding sovereignty and the other day, Afghanistan scholar Antonio Giustozzi opined on coercion, a necessary tool of a state seeking to wield a monopoly of force.

Theory is good and the discussion is an important one with implications for US foreign policy, but it helps when debate is informed by empirical examples from practitioners.  Quesopaper, a blog by  someone out in the field  in Afghanistan has been dormant for a while, but sprang alive again with a timely post:

Rule of Law, The Afghan Springer Show 

….Rule of Law is one of the key aspects to “fixing” Afghanistan. When the Taliban dominated the country, they controlled the “courts.” As Taliban influence waned, the US and partner nations have sought to create a more traditional court system. I can’t speak intelligently on why “WE” decided to create a more western form of law in Afghanistan, but I can say, it’s not the correct approach.

I work in a remote district. It’s over an hour to the main provincial (think state) government center. The difference between the two places is about as extreme as possible. The villages, even the district center (think country govt) lack ANY essential services. There are no plumbing systems, no electricity, no garbage service…nothing. Yet, the people here survive; and dare I say? Thrive.

Like most farming folks, the people here like to be left alone. The people appreciate the Govt–Government of the Islamic Republic of Afghanistan aka “GIRoA”–but they only want so much help. Rule of Law doesn’t fit into their needs.

So, how do rural locals settle disputes?

I just recently worked with a local governor as he negotiated the resolution of a 25 year dispute. Dispute doesn’t really describe what happened…feud is more appropriate. Each side had multiple murders, one family had 1300 fig trees destroyed. Decades of money in dispute. The feud was complicated enough that the Taliban failed to resolve the issue in nearly seven years of negotiations. Negotiations require buy-in from many parties…I could go on about this, but I doubt I can make it any clearer…

Land disputes are among the thorniest local civil society issues in Afghanistan, and one where the generally corrupt and inept Karzai regime draws a particularly poor comparison with the Taliban insurgency’s ability to provide “rough justice” where the richer, more influential party to the dispute does not automatically win through bribery. Land claims are blood issues in peasant-agrarian societies in general and all the worse in honor cultures that tolerate vendettas – that the brutal Taliban could not force a settlement in this case, or did not dare to try – speaks volumes.

….Finally, our district (county govt) governor is called upon to start the process of reconciliation. This BTW is MAJOR progress for the legitimacy of GIRoA. It means the people trust this man to handle this dispute. It might become national news (for Afghanistan) though you will never hear this story on any US network or .com site (except quesopaper.com). After weeks of massaging each side, pulling out their story, commitments (commitment to settle is vital in these things) and “evidence.”

An aside about evidence…in a society that is mostly verbal and illiterate, nearly anything written can become something that it is not…WTF are you talking about Pietro? What I mean is, give someone who can’t read a document. That paper is written in a foreign language, with foreign letters. Tell him its a deed to a piece of land…wait 35 years. Now, tell that man’s grandson that the land he’s been farming for 10 years; that his family has worked for generations, isn’t actually his.

Now he has nothing; he can’t provide for his family. Tell him, his paper is a receipt for a Persian rug, not a deed…explain that he owes the real land owner for the use of that property and revenues generated. Let me know how that goes…if you smell cordite it probably didn’t go to well.

For very poor people who live at the margins of subsistence, the stakes could not be higher, which can make rolling the dice on private violence attractive (this is also why land reform programs are only a short term stopgap in economic development and reform. Agrarian population almost always exceeds arable land and as the plots get smaller, they are less productive).  Dying on your feet with a weapon in hand looks a lot more honorable to a hard-pressed farmer than watching your children waste away from starvation as the other villagers gossip about your plight.

A state with legitimate authority can preempt or suppress such private violence, but is also expected to solve the problem.

….Back to our story…The governor calls in Sharia/Islamic law experts and elders from both tribes and other community elders. Mix that group into a bunch of small rooms and start shifting groups from room to room…hours of discussions (which looks like arguing to me). Don’t forget, this thing hasn’t been settled before, it’s serious business, and here serious business is settled with an AK. At anytime the whole ordeal can melt into violence.

Success is fleeting. I have a gun, no fooling…I’m armed….

Go to quesopaper to find out what happened next. 🙂

Part of the problem is, as quesopaper indicates, our Western framework. We began experimenting with rule of law to settle property claims and commons rights starting, oh, in 14th century England with land enclosures and we did not really finish for good until after Reconstruction in the very late 19th century. That’s 500 years for the “Rule of Law” as we understand it to become the standard for 100 % of the population, 100% of the time.

And along the way, there was blood. Rivers of it. From the Highlands of Scotland, to the piney woods upcountry of Appalachia to the Black Hills and the great Western Range Wars. The gavel of the judge had to be preceded by the soldier’s rifle, the settler’s six shooter, the rebel’s musket and knives used in the dead of night.

Are Afghans in far rural villages closer to a Manhattan attorney or an English tenant whose access to the pasture has been closed off by his noble lord against all custom and ancient right? What quesopaer is seeing is “state building” from scratch, from the bottom up. Slow, painful, difficult to be certain, but more likely to be durable than imported abstractions imposed from the top down.

We are leaving Afghanistan, it is clear. Any state that we leave behind that can resist the Taliban must be able to stand behind and enforce a rule of law as Afghans understand and accept it.

Trying to catch up from the point when work swamped me last week.

My longtime amigo Dave Schuler at The Glittering Eye voiced a disagreement with my post Ruminating on Strategic Thinking II. : Social Conditions which he set forth there, as well as in the comments section. Here’s Dave:

Knowing How or Needing the Chance? 

My blog friend Mark Safranski’s recent musings on the nature and sources of strategic thinking brought to mind an old politically incorrect joke whose punchline is “Know how; need chance.” He opens the post with a substantial list of strategic thinkers and then tries to find commonalities among them. I found his list of commonalities uncompelling. I don’t think these commonalities illuminate what strategic thinking is comprised of but rather what circumstances provide the greatest opportunity for strategic thinking.

For all we know the greatest strategic thinker of all time is sticking components onto a circuit board in Chengdu. We’ll never have the opportunity to see the results of her strategic thinking because she’s just struggling to make money to send to her parents back on the farm.

What “strategic thinking is composed of” – that is to say, the cognitive level behaviors – I speculated upon in part I – Ruminating on Strategic Thinking. I do not expect that I was successful in being comprehensive there, but I think that post is much closer to what Dave was alluding to above.

Part II was subtitled “Social Conditions”, which dealt with an informal case study of men “who had the chance”, the US leadership of WWII and the Cold War. Dave is correct that the human population of Earth or of a nation is statistically likely to yield a talent pool more able at strategic thinking than a subset of a  narrow elite groomed or self-selected for that purpose. However, the hypothetical potential of humanity at large does not provide me with case studies to examine they way that historical elites do, strategy often being intertwined with the holding and exercise of political power.

Part III, assuming I can get to it in a reasonable time frame, will look at activities that build an individual’s capacity for strategic thought

A follow up to Part I.

How does a society, as opposed to individuals, develop a capacity for “strategic thinking” ?

While war is an obvious answer, it is not an advisable first resort. First of all, although war teaches hard lessons about strategy, the costs of losing a war are high. Secondly, the costs of winning a war can be high. Thirdly, few people, relatively speaking to the number involved, have any direct input into genuinely strategic decisions during wartime; most will either gain tactical experience or be relegated to support functions. At best, wars seem to create a cohort of excellent tactical leaders with the potential to, someday, mature into strategic leaders or strategists. At worst, from a war, the wrong lessons may be drawn and institutionalized to create a future disaster.

What conditions produce strategic thinkers for a state? A brief example from American history:

Here are some of the US leadership of WWII, the postwar “Wise Men” and their Cold War successors, collaborators, thinkers and military chiefs:

Franklin Roosevelt, Henry Stimson, Joseph Grew, Dean Acheson, Douglas MacArthur, Charles E. Bohlen, George F. Kennan, Paul Nitze, George C. Marshall , Harry S. Truman, Robert A. Lovett, Dwight D. Eisenhower  , John J. McCloy , W. Averell Harriman, William Donovan, James F. Byrnes, Chester Nimitz,  John Foster Dulles,  James Forrestal, Vannevar Bush,  Allen Dulles, Ernest King, Albert Wohlstetter, Dean Rusk, Hyman Rickover, Herman Kahn, Robert McNamara,  Bernard Brodie, Fritz G. A. Kraemer, McGeorge Bundy, Richard Nixon, Thomas Schelling, Henry Kissinger

Some commonalities that these individuals shared, sometimes in pluralities and others in large majorities:

Above average to very high IQ
Middle class to high socioeconomic status
Eastern Establishment
Fraternal organizations
Male
Protestant
Episcopalian
Ivy League education
Law 
Politics
Military service
Diplomacy
Wall St.
Harvard
Yale
Princeton
Columbia
Harvard Law
Military Academy
University of Chicago
Berkeley
Skull & Bones
Scroll & Key
WWI
WWII
RAND
Executive Branch
Nuclear weapons/arms control/power

This list could be expanded or reduced on a number of grounds. For example, the list is composed of men primarily because almost no women, with very few exceptions, even from elite backgrounds, had an opportunity during the first 2/3 of the 20th century to contribute to strategic decisions or policy making. We could also include other characteristics, but what we have is sufficient for some broad generalizations.

• First, these men generally engaged in careers that featured complex activities that stressed and rewarded incisive analysis of factual scenarios, assessment of risk and potential benefits, intuitive judgment and organizational abilities – law, politics, the stock market, diplomacy and corporate leadership. A minority of the list had formal training in advanced mathematics.
• 
  
• Secondly, the men all had the social wherewithal and ambition to gain entry into educational and social institutions that were by definition, highly exclusive on more than a strictly meritocratic basis. For many from higher SES families, this presented no significant barrier but for the “outsiders” like Kennan, Nixon or Rickover, it was a formidable obstacle to overcome. In either case, there were social mores or even commonly held prejudices to which they had to adapt in order to “fit in”. Despite this demonstration of social intelligence, most members of our list were not  professional politicians (but those that were made an impact on American history much greater than that of an “average” president).
• 
  
• Thirdly, the presence of such overlapping experiential commonalities, while not creating a formal “strategic community” was probably sufficient to impart a strategic mentalité as to how the world really worked, red in tooth in claw, as well as implicit ideological assumptions as how the world ought to work, if perfected. This meant that strategic debates about American national security could take place within the framework of commonly held assumptions and reference points. While certain individuals might be disliked (MacArthur, Truman, Nixon) or regarded warily, with little trust (Nixon, FDR, Kahn) their strategic arguments were nevertheless widely understood within the elite and could be assessed on their merits – an excellent environment for building an elite consensus and continuity on matters of policy and strategy. This condition may be a political prerequisite for a democratic state’s formulation and adoption of a successful grand strategy.

If we wonder why the United States has been so ineffective at strategy in recent years, maybe we should look at how our current (and most importantly, future) elite’s formative experiences have sharply diverged from their strategically gifted WWII-Cold War predecessors.

A Terrorist’s Call to Global Jihad: Deciphering Abu Musab al-Suri’s Islamic Jihad Manifesto by Jim Lacey (Ed.)

Previously, I read and reviewed Brynjar Lia’s Architect of Global Jihad, about Islamist terrorist and strategist Abu Musab al-Suri. A sometime collaborator with Osama bin Laden and the AQ inner circle, a trainer of terrorists in military tactics in Afghanistan and an advocate of jihadi IO, al-Suri was one of the few minds produced by the radical Islamist movement who thought and wrote about conflict with the West on a strategic level. Before falling into the hands of Pakistani security and eventually, Syria, where al-Suri was wanted by the Assad regime, al-Suri produced a massive 1600 page tome on conducting a terror insurgency,  The Global Islamic Resistance Call, which al-Suri released on to the jihadi darknet.

Jim Lacey has produced an English digest version of al-Suri’s influential magnum opus comprising approximately 10 % of the original  Arabic version, by focusing on the tactical and strategic subjects and excising the rhetorical/ritualistic redundancies common to Islamist discourse and the interminable theological disputation. There are advantages and disadvantages to this approach.

First, Lacey has produced a concise and readable book from a large mass of sometimes convoluted and repetitive theorizing that al-Suri strung together piecemeal, sometimes on the run or in hiding. For those interested in getting to the heart of al-Suri’s nizam la tanzim strategic philosophy, A Terrorist’s Call to Global Jihad is an invaluable resource for strategists, counter-terrorism specialists, tactical operators,  law enforcement and laymen. Secondly, it is also a useful reference for policy people to see through al-Suri’s eyes the internal political and philosophical divisions within the radical jihadi community. al-Suri himself writes very ambivalently about 9/11 as a great blow against America and yet a complete calamity in it’s effects for the “jihadi current” that destroyed everything the Islamist revolutionaries had so painstakingly built, including the Taliban Emirate. Thus a climate was created by the American counter-attack where old methods of struggle were no longer useful and jihadis must adopt radically decentralized operations ( what John Robb terms Open-Source Warfare; indeed it is clear to an informed reader that al-Suri, a wide-ranging intellectual rather than a narrow religious ideologue, was influenced by Western literature on asymmetric warfare, 4GW, Three Block War  and COIN).

The drawback to this approach is more for scholars looking at the deeper psychological and ideological drivers of jihadi policies, strategy and movement politics. The religious questions and obscure Quranic justifications cited by Islamist extremists that are so tedious and repetitive to the Western mind are to the jihadis themselves, of paramount importance in establishing both the credentials of the person making an argument but also the moral certainty of the course of action proposed. al-Suri himself had some exasperation with the degree to which primarily armchair ideologues, by virtue of clever religious rhetoric, could have more influence over the operational decisions of fighting jihadis than men with field experience like himself. By removing these citations, an important piece of the puzzle is missing.

The Musab al-Suri whose voice appears in A Terrorist’s Call to Global Jihad is consistent with the one seen in Lia’s book, dry, sardonic, coldly hateful toward the West and highly critical of the jihadis own mistakes, laden with overtones of pessimism and gloom. al-Suri did not envision a quick victory over the West and wrote his manifesto as a legacy for future generations of Islamist radicals because the current one was nearly spent after the American onslaught and poorly educated in comparison with predecessors like the generation of Sayid Qutb.

Strongly recommended.

“Let the Wookiee win….”

Warning! Thinking out loud in progress…..

Strategy is often described as the alignment of “Ends-Ways-Means” and “planning” to achieve important goals and several other useful definitions related to matters of war, statecraft and business.  That great strategists have come in many forms, not just between fields but demonstrating tremendous variance within them – ex.  George  Marshall vs. Alexander the Great vs. Carl von Clausewitz – indicates that strategic thinking is a complex activity in terms of cognition.

What are some of the mental actions that compose “strategic thinking” or “making strategy”? A few ideas:

• Recognition of important variables
• Assessment of the nature of each variable
• Assessment of the relative importance of each variable
• Assessment of the relationships among the variables
• Assessment of the relationship between the variables and their strategic environment
• Assessment of current “trajectory” or trend lines of variables
• Assessment of costs to effect a change in the position or nature of each variable
• Assessment of the strengths and weaknesses of the variables as a functioning system
• Recognition of systemic “choke points”, “tipping points” and feedback loops.
• 
  
• Probabilistic estimation
• Logical reasoning
• Introspection 
• Extrapolation
• Simplification
• Metacognition
• Horizontal Thinking
• Insight
• Imagination (esp. at “grand strategic” level)
• 
  
• Logistical estimation of costs
• Normative evaluation of potential benefits
• Understanding of temporal constraints
• Recognition of opportunity costs
• Recognition of boundary conditions
• Recognition of physical constraints of strategic environment (terrain, weather, distance etc.)
• Recognition of patterns in the history of the strategic environment
• 
  
• Net assessment of the maximum capabilities of a political community (first ours, then theirs)
• Understanding of organizational structure of a political community
• Recognition of stakeholders in the political community 
• Understanding of decision making process of the political community
• Understanding the power relationships of the decision making process of the political community
• Understanding the distribution of resources within the political community
• Recognition of the touchstone points of the cultural identity of the political community (positive and negative) and worldview
• Assessment of morale of the political community and the community’s moral code
• Assessment of psychology of individual adversary decision makers
• Identification of points of comparative advantage
• Recognition of how different bilateral outcomes/shifts will affect third parties
• Assessment of relationship between the adversaries and between them and third parties

This list is not comprehensive. In fact, I have a question for the readership, particularly those with military service and/or a good grasp of military history:

Where do the interpersonal skills or “emotional intelligence” abilities that comprise the activity we term “leadership” fit into strategic thinking? Or is it a separate but complementary suite of talents? We often assume that great strategists are the great leaders, but we tend to forget all of the generals who were popular yet mediocre in the field and gloss over the human faults of those who won great glory.

I have some ideas but I would like to hear yours. Or any additional suggestions or comments you would care to make.